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“The only competition worthy of a wise man is with himself.”
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Washington Allston
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“By dividing the people we can get them to expend their energies in fighting over questions of no importance to us except as teachers of the common herd.”
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The Civil Servants’ Year Book, “The Organizer” January 1934
Ok. This is about the fallacy of the “us versus them” narrative. One of the first temptations in business differentiation is the ‘us versus them’ narrative. Not only is it a natural instinct to identify an enemy <them> to compete against it also naturally generates a competitive spirit as well as survival spirit.
It is incredibly tempting, but incredibly wrong.
Frankly, it is what lazy business leaders and strategists do.
And, in their laziness, they create what is more often than not a false narrative <how can they be the enemy if you hire some of them?>, but it also falls apart as you realize that ‘the enemy’ often has the same intentions you do and often has some aspects of business product, organization, thinking … that you actually like.
That is the failing of an ‘us versus them’ narrative.
Well. That is one failing. The ‘us versus them’ narrative is strewn with not only failings, but danger in the larger scheme of things.
Often it is rooted in some ‘conspiracy theme’ within ‘them.’ Them always seem to have a nefarious intent to rule the world, or crush our thinking, or take something away from us or … well … basically undermine all that is good & right about the world “us” sees as what is good & right <and ‘common sense’ to ‘us’>. This theme can tear your business culture apart through paranoia as well as wasted energy constantly defining ‘what is good & right’ <because those damn “thems” keep trying to show us it isn’t good & right>.
Let me suggest several things with regard to the underpinnings of ‘us versus them.’
– Common sense is relative to perspective.
Contrary to popular opinion much of common sense is not universal <therefore less than common>. My main proof point for that is easily the United Nations Human Bill of Rights. One would think there are some common sense beliefs that underline all human behavior, well, at least until you try and gather all the countries in the world and get them to agree to them.
People are no different.
Common sense advocates typically suggest what I call “headline beliefs” of which almost all of us quite easily grasp and nod our head to. It is when we get to the story outlining the hows & whats where everyone starts losing their minds. An ‘us versus them’ narrative in the hands of a charismatic leader can dwell in the headlines. Unfortunately, there is such a thing as ‘day to day behavior’ which needs laws & rules & guidelines in order to establish a relatively fair game in this thing called Life. Businesses are exactly the same.
Here is what I am saying.
In discussing a headline common sense thought 90% of people are all in lock step.
In discussing the details under the headline common sense thought 90% of people are all in slightly different places.
That, alone, is one of the key reasons most reasonable business leaders avoid an ‘us versus them’ narrative.
– Conspiracies may exist but they most typically are within the purview of the few and not the many.
What this means is that there may possibly a small group of people scheming something up, but they remain few because <mainly> the many have no palette for what that few have to offer. In addition the ‘few’ scheming rarely are powerful people.
Yup. Despite what conspiracy theorists posit about cabals of powerful people somehow guiding the globe on its axis, most powerful people who would have an inclination to involve themselves in some nefarious scheming like this would have no desire to collaborate <they are typically of dictator mentality>.
In addition to the non-collaboration aspect the majority of powerful people have less interest in running the world, they are more focused on defending their own empire <and ego>. That is exactly what happens in business.
These people may truly be ‘them’ to ‘us’, but they are not our enemy — they are simply more likely to be indifferent to ‘us.’ It is difficult to invest in an us versus them narrative when ‘them’ doesn’t even care. Most businesses avoid “us versus them” because they have enough trouble maintaining integrity within an organization to have to bring in the whole concept of “thems” manipulating anything.
– Complexity not simplicity.
I could invest page after page outlining how complexity destroys the oversimplified ‘us versus them’ narrative, but I will focus on one aspect – people can rarely be easily bucketed into simplistic character, attitude & behavior descriptions.
Not all accountants are boring or socially inept.
Not all conservatives are against abortions.
Not all liberals are socialists.
Not all religious people are close minded.
Not all French people like wine.
Not all Hawaiians know how to surf.
In business, and sports, you learn this quickly <it seems like politics hasn’t received this memo yet>.
You meet ‘them’ and, uh oh, you not only find you kind of like them, but more often than not <yikes!>, they believe some of the same things you do. The ‘us versus them” narrative can only exist in an environment where oversimplification has a chance to live. Business is anything but simple. So while a crappy, or lazy, leader may find some initial success rallying the organizational troops with an “us versus them” narrative it all falls part pretty quickly.
That is why business people avoid the ‘us versus them’ narrative.
Anyway. I read somewhere that if you truly want to defend liberty, the first thing you should do is defend the liberty of people you like the least. But instead, in today’s world, we seem to be spending more time focused on defending the liberty of “me”, and what “me believes” first. Even businesses struggle with this <under the guise of “building a strong culture”>.
Let’s be clear. Leaders — of companies, of organizations, of countries, of any rather difficult to manage and align group of people — realize that if they intend to make something happen that it just needs to be done <sometimes> acting in the best interest of ALL who they lead and do it without discussion because discussion slows the process down.
Is this a conspiracy? Nope.
This is leading. Sometimes you get it right <and good things happen and you never explain all the decision you made without inviting opinions of others> and sometimes you get it wrong <and bad things happen and you (a) keep your mouth shut and just hope the problem goes away or (b) end up explaining every decision minutiae in extraordinary excruciating public discourse>.
I am not suggesting there are not better ways to communicating and aligning an organization than simply ‘doing & telling later’, nor am I suggesting transparency isn’t important in terms of uniting, but I am suggesting that in business sometimes a leader makes a decision because it has to be made, and it is made with the best intentions for “all” and not with bad intent for “us” and a better intent for “them.”
And maybe this is where businesses have truly learned to avoid the ‘us versus them’ narrative.
If you plant the narrative and constantly water it into a healthy belief system within a business, it can then very very quickly become an unhealthy integral part of an organizational DNA viewpoint. Side to side <department to department> as well as down to up <workers – perceived doers/non intellectuals – to management – perceived non-doers/intellectuals>.
Lastly. Here is what the good business leaders have learned as to the most insidious organizational aspect in an ‘us versus them’ narrative:
… take care of their own <the ‘us’> even to the detriment of the “all”
By the way. Crappy leaders love this because it absolves them of responsibility and they can always point to external ‘them’ as the reason why ‘us’ isn’t getting what they believe they deserve.
Regardless. The narrative permits ‘their own’ to be constant victims of whatever ‘them forces’ that are constantly scheming to impede or crush the ‘us’ personal ambitions.
Part of the appeal of us versus them is it’s simplicity.
In a complex, changing world, it is tempting to reduce multifaceted issues to the us-and-them narrative.
The narrative eliminates any context thru oversimplification. Interestingly, the oversimplification actually creates conspiracies/conspiracy speculation and enhances fears by suggesting the complexity doesn’t exist <and people know in their heads there has to be more and create the ‘more’ all on their own>. This, in turn, permits everyone to skip facts and go immediately to emotion from which point “we the people” <whoever ‘we’ is> resides on one side and “the system” or “some idiot who cannot do the right thing” or “a cabal of dishonest untrustworthy thems” on the other. This narrative is particularly tempting to the weak leader these days because general mistrust of everything is at an all time high.
The charismatic crappy leader suggests that the business <the ‘us’ in the equation> has a plan, a good plan, a plan that really will not work only if the ‘thems’ work their mysterious wiles. Trust therefore resides with ‘us’ and mistrust resides with ‘them.’
The us versus them narrative is seductive. Aspects of it sound great, frankly, to any and all of us. That’s why it is so compelling if you are not careful.
But the world, and business, is more complex than ‘us versus them.’ A good leader, a leader who understands you are seeking success in the moment, today, tomorrow and next month/year/decade will weigh the true costs, and effects, of investing in the us versus them narrative beyond simply winning.
Ponder. And listen closely to the charismatic jesters who lean in on “use versus them” rhetoric.
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“Too many people are only willing to defend rights that are personally important to them. It’s selfish ignorance, and it’s exactly why totalitarian governments are able to get away with trampling on people.
Freedom does not mean freedom just for the things I think I should be able to do. Freedom is for all of us. If people will not speak up for other people’s rights, there will come a day when they will lose their own.”
Tony Lawrence
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Setting aside the questioning of effectiveness of capitalism and globalization, government has mortgaged addressing future issues by spending money to address the current issue. In other words, there is no money. This has always been a subconscious default to absolve one of aspects of personal responsibility. Post Covid attitudes will partially be shaped by there is no place to hide from the responsibilities that impact our future (big & small).
This will split between have and have nots. I don’t believe the haves will veer too far from a pursuit of “things”, but the have nots (those who lost things in this crisis) will veer toward a pursuit of impact.

I seem to find myself in more arguments and debates and discussions with regard to common sense, gut instinct and actual “learning” <knowledge> than is most likely healthy for me.


scenario we can think about how to break this doom loop cycle.






Well. Despite the fact most nights remain the same amount of hours, minutes and seconds day to day, a sleepless night can often look bigger than imagined. I have found that sleepless nights are 

and that which is bad seems to grow and you are left with that wretched forlorn feeling which dogs you throughout a sleepless night. Forlorn seems like it is more appropriate than lonely or lonesome in that it specifically embraces a senses of wretchedness and desertion or abandonment … in my mind …
Hope for a better day <at minimum> and maybe Hope for something better <at maximum>.
Now. I write a blog.



write today will be representative of something you want to say tomorrow. You may not want to say exactly the same thing today, or tomorrow, as you did in the past but you will most likely be able to leverage from the past to what you want to say.



If you are poor, you expect no matter how hard you work, no matter how much education you get, your circumstances are not likely to change significantly. And you know what? They are right. Regardless. While almost everyone knows a good education is an appealing choice to get out of your circumstances, most people actually view it in a gambler’s assessment way.
manage these ingredients well you may not necessarily have boundless success, but you will absolutely increase the odds of success.
There is gobs of advice information on how to communicate authentically but, in reality, authenticity comes from the soul; it comes naturally. So. I am dubious with regard to the value of the advice ‘how to be authentic’ information.
Lastly. A cautionary note for businesses & brands. Brands are not people, but genuine is genuine. Deciding to ‘be authentic’ is not something you ‘decide’, you just, well, are (or you are not). My caution is the natural cynicism people have about authenticity. Because if you noted that point above, and you nodded your head, well, take note that in business that cynicism increases exponentially. That cynicism demands you don’t ‘be authentic’; it actually demands that you are authentic.




